Using the Competing Values Framework to Compare Leaders' Roles, Managerial Activities/Behaviors, and Organizational Culture Between Generations of Family Business in Taiwan

Date of Degree


Document Type


Degree Name

Doctor of Philosophy (PhD)




Nancy M. Robbins


Absael Antelo


Judith E. Beauford


Daniel G. Dominguez


The purpose of the study was to identify, describe, and compare perceptions of leaders’ roles, managerial activities/behaviors, and organizational culture between generations of family businesses using the Competing Values Framework (CVF) in Taiwan. A secondary purpose of the study was to further explore the suitability of the use o f CVF instruments in Taiwan. Taiwan is a small country going through a process of Westernization and modernization, it is inevitable for Taiwanese to be exposed to Western leadership concepts. As a successor (second generation), the researcher is more aware of the differences between Western and Chinese leadership, organizational culture, and the researcher struggles to integrate the two. The researcher realizes that neither is inherently good nor bad, but the researcher also understands that the social trend toward Westernization is moving the business culture away from reliance on family friends and personal relationships The participants were 275 leaders of family businesses of the Construction Development Association in South Taiwan. A quantitative methodology was used to conduct this study. Data was collected based on the responses to Chinese translations of the instruments: Competing Values Leadership Assessment (CVLA), Managerial Behavior Instrument (MBI), Organizational Culture Assessment Instrument (OCAI), and Demographics Data Survey Instrument (DDSI). Descriptive and inferential statistics, including Levene’s test of homogeneity, independent samples /-test, and one-way ANOYA were used for data analysis. Several major findings were identified. First, the first generation identified their roles as monitor, coordinator, director, and producer; identified their activities as control and compete; identified their behaviors as expect accurate work, control projects, and show strong work ethic; identified their perceived current organizational culture as hierarchy and market. Second and third generations identified their roles as facilitator, mentor, innovator, and broker; identified their activities as collaborate and create; identified their behaviors as develop people, acknowledge personal needs, encourage participation, inspire people, and anticipate customer needs; identified their perceived current organizational culture as clan and adhocracy. These findings are consistent with Cameron and Quinn’s (1999) competing values framework theory. These results support the use of these instruments for studies measuring leaders’ roles, managerial activities/behaviors, and organizational culture between generations in family business in Taiwan. Second, first generation still desired organizational culture in the hierarchy and market; second and third generations had balanced scores in all organizational cultures. This result indicates that first generation prefers the comfort of past visions, the safety of old routines; they enjoy the fixed power of their positions. Most second and third generations had higher educational levels bringing a greater opportunity for exposure to Western leadership styles. Because of the difference between generations in educational level, when younger generations take over management from the older generation, conflict may arise between generations.

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